NATIONAL ECONOMICS UNIVERSITY

INTERNATIONAL SCHOOL OF MANAGEMENT AND ECONOMICS

HIGHER NATIONALS
BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF)

Unit Code, Number and Title A/508/0529 RQF level 5: Understanding and Leading Change

Semester and Academic Year Semester 1, Academic year 2021-2022

Unit Assessor(s) Vu Hoang Nam / Pham Thanh Van

Assessment Number and Title ULC A1: Understanding and Leading Change

Issue Date Friday, 8 October, 2021

Submission Date Thursday, 2 December, 2021

IV Name Le Huong Lan

IV Date 5 October 2021

Student name

NEU Student ID Pearson ID

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break the rules, however innocently, may be penalised. It is your responsibility to ensure that you
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material you have used in your work, including any material downloaded from the Internet. Please
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Submission format and Instructions:

This assignment (Assessment 1) covers Learning Outcome 1, 2, 3 & 4 (LO1, LO2, LO3 and LO4).
 This is an individual assignment.

 The submission format is in the form of a written assignment.

 The assignment should have a cover page that includes the assignment code, number, tittle,
assessors’ names and student’s name and ID. Attach all the pages of assignment brief with your
report and leave them blank for official use.

 Ensure that authenticity declaration has been signed.

 Include a content sheet with a list of all headings and page numbers.

 Plagiarism is unacceptable. Students must cite all sources and input the information by
paraphrasing, summarising or using direct quotes. A Referral Grade is given when Plagiarism is
identified in your work. There are no exceptions.

 Your evidence/findings must be cited using Harvard Referencing Style. Please refer to Reference
guiding posted on Moodle.

 This assignment should be written in a concise, formal business style using Arial 11 or Times
New Roman 13 font size and 1.5 spacing.

 The word limit is 3,500 words (+/- 10%). If you exceed the word limit (excluding references and
administrative sections) your grade will be penalised.

 You MUST complete and submit a hardcopy and softcopy of your work on the due dates stated
on Assignment brief. All late work is not allowed to submit. This rule is not waived under any
circumstances. The softcopy must be submitted to Turn-it-in via Moodle; the hard copy to
Assignment Box, Room 404A, D2 building.

 Read ALL Instructions on this Page and review the Pass, Merit and Distinction criteria carefully. To
pass the assignment, you must achieve ALL the Pass Criteria outlined in the marking sheet. To
achieve a Merit, you must achieve ALL the Merit criteria (and therefore the Pass criteria). To
achieve a Distinction, you must achieve ALL the Distinction criteria (and therefore the Pass and
Merit criteria).

Unit Learning Outcomes:

LO1: Compare ways in which change impacts on an organisation’s strategy and operations.
LO2: Evaluate the influences that drivers of change have on organisational behaviour.
LO3: Determine how barriers to change influence leadership decision-making.
LO4: Apply a range of leadership approaches to a change initiative.
Assessment Brief and Guidance:
SCENARIO

The company
You are employed as General Director of a company located in an industrial zone. The company
produces electrical products (light bulb, socket, jack panel, and terminal box). There are four functional
departments in the company: administration and personnel, marketing and logistics, finance, and
production. All of the company’s products are manufactured in 15 production lines in the company’s

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 factory. Three hundred workers and 30 supervisors are hired to work in this factory, i.e., 20 workers
and two supervisors in a production line.
Upgrading the production system
Recent reports from the marketing department reveal that there is grater demand for electrical
products because of a home construction boom. Market statistics show that high quality electrical
products are preferred. You believe that it is now time for the company to change it’s business strategy.
The company should provide its customers with better products in order to secure its competitive
position. The production process should be upgraded: the old production facilities being replaced by
new ones.
A vendor of modern production facilities has already approached you to introduce their solution.
Their modern facilities could promise an increase in the company’s current production capacity by up to
50% and a significant fall in the rate of faulty products. The new solution could help to reduce demand
for human resources: each upgraded production line will requires only 15 workers and one supervisor.
All supervisors and workers will need to participate in an intensive one-week training program for new
skills before they could start a new production system. You will have to request for an approval from the
owner of the company for the upgrading project and work with the owner to arrange funding for the
project.
New policy for skilled personnel
There are 12 other companies located in the industrial zone. They are recruiting new workers for
their new factories. Many of the people currently working in your company’s factory possess skills and
expertise that those companies need. They also offer wages that are about 20% higher than those the
supervisors and workers in your company are receiving. Your company’s personel department has
recently reported that several workers and supervisors have complaints about their low wages and
many of them have apparently applied for new jobs in other companies’ factories in the industrial zone.
The company needs to develop a new policy urgently to retain skilled personnel for its normal
operations.

You are required to do the following tasks:

Task 1: Compare the given different organisational examples where there has been an impact of
change on the company’s strategy and operations. Assess the different drivers for change and the
types of organisational change they have affected. Draw conclusions and recommendations for
planning effectively for change and applying change impact analysis.
Task 2: What are internal and external drivers of change you need to take into account when
planning for change? Evaluate (1) the ways in which the internal and external drivers of change have
on the organization’s team and individual’s behavior and (2) measures to minimise negative impacts
of change on organisational behaviour. Critically evaluate the long term implications of the internal
and external drivers of change within the company. Draw conclusions and recommendations for
planning effectively for change and applying change impact analysis.
Task 3: Explain different barriers to change and determine how they influence leadership decision-
making in the company. Use force field analysis to analyse both driving and resisting forces to show
how they influence decision-making in the company. Make valid decisions and outcomes based on
the force field analysis in the context of meeting the company’s objectives.
Task 4: Apply different leadership approaches to dealing with change in the company’s context.
Evaluate the extent to which leadership approaches can deliver organisational change effectively
applying appropriate models and frameworks. Critically evaluate the effectiveness of leadership
approaches and models of change management.
Note: Student could include some relevant assumptions without altering the plot of the case.

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Student are encouraged to enrich evident and data for their analysis by searching on the
internet. Citing the source of information, if any, is required.

Learning Outcomes and Assessment Criteria

Learning Achieved Achieved Achieved
Pass Merit Distinction
Outcome (ticked) (ticked) (ticked)
LO1 Compare P1 Compare M1 Assess the Swot+pest D1 Draw
ways in which different different drivers de chi ra conclusions and
change organisational for change in driving recommendations
impacts on an examples where each of given forces va with valid
organisation’s there has been an examples and the resisting justifications for
strategy and impact of change types of forces planning effectively
operations on an organisational for change and
organisation’s change they have applying change
strategy and affected impact analysis
operations
LO2 Evaluate P2 Evaluate the - force field M2 Critically - co dung
the influences ways in which analysis evaluate the long model gi
that drivers of internal and - force nao term implications khong
change have external drivers of
manh nhat of internal and
on change affect ( anh external drivers of
organisational leadership, team huong den change within an
behaviour and individual dn organisation
behaviours within (leadership
an organisation /team/beha
vior)
P3 Evaluate Danh gia
measures that can resisting
be taken to forces de
minimise negative dua ra
impacts of change suggestion
on organisational
behaviour
LO3 Determine P4 Explain different M3 Use force Ket luan vay D2 Make valid
how barriers to barriers to change field analysis to co thay doi decisions and
change and determine how analyse both khong outcomes based on
influence they influence driving and force field analysis in
leadership leadership decision- resisting forces to Action plan the context of
decision- making in a given show how they ( model of meeting
making organisational influence change ) organisational
context decision-making smart objectives
in a given
organisational Specific
context activities
overcome
resisting
forces va lam
ro suggestion

LO 4 Apply a P5 Apply different M4 Evaluate the D3 Critically

range of leadership extent to which evaluate the
leadership approaches to leadership effectiveness of
approaches to dealing with change approaches can leadership
change initiative in a range of deliver approaches and
organisational organisational models of change
contexts change management
effectively
applying
appropriate
models and
frameworks

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* Please note that grades are provisional. They are only confirmed once internal and external verifiers
have taken place, and the final decisions have been agreed at the assessment board.
* This grade only reflects the result of this assignment, not for the whole Unit.